Tag: Career Development
While management-level professionals in food service and hospitality have weathered the economic crisis better than front-line workers, their employment will be at risk as shutdowns continue and businesses close. To help them transition to manager positions in higher growth fields, institutions need to create flexible, low-cost offerings in finance and data analytics to capitalize on these professionals existing strength in customer service and people management.
Today, the coronavirus’ impact on the economy is leading to what might be the next “lost class” of bachelor’s degree graduates. Millennials made up the original “lost class,” but Generation Z is now emerging as the group that is most affected by today’s pandemic.
As higher education institutions and other organizations continue to move to an increasingly sustained virtual environment in the midst of the COVID-19 pandemic, career services offices face the challenge of adapting to engage students and employers virtually. While many career services offices already migrated their offerings and events to a virtual environment this past spring, they must keep their websites up-to-date as staffing, hours, and programs continue to evolve across the late summer and fall.
As university leaders strive to build organisations with greater technological dexterity, many have taken the critical first step of creating a digital strategy. A digital strategy should be a dynamic document, evolving over time and prompting the adoption of new tools and ways of working in responding to student and staff needs. Of course, that’s often easier said than done.
To ensure your entire campus community is involved in and guided by your digital strategy, you must build a common framework for understanding digital tools and concepts—also known as digital literacy.
With over 7.6M unemployed already, how can schools help laid off food services, hospitality, and retail workers?
The large population of unemployed food services, hospitality, and retail workers presents the opportunity to deliver programs aligned to sustainable, post-coronavirus careers regionally. Colleges and universities, however, must ensure students recognize the return on their educational investment despite today’s hard economic times. Programs must also align with available financial support so increased enrollments are financially sustainable.
Beyond urgent efforts to get qualified practitioners into the workforce, institutional leaders need to be thinking ahead on their overall health care portfolio and how they can contribute to future health care needs. Top-of-mind programs for their discussion should include nursing and allied health fields (e.g., physician assistant), and medicine for schools with the resources.
In early May, EAB surveyed our career services partners to learn about the challenges they currently face and how they are changing their services to address the COVID-19 pandemic. Here are the four key trends we uncovered from the 107 survey responses from public and private institutions located across the United States, Canada, and the United Kingdom.
A lot of the focus, and rightly so, has been on how career services and institutions can support the current graduating class find employment. However, it is important to also consider the far-reaching impact the pandemic will have on students who will be graduating in the next year or two. Not only will these students graduate into a challenging economy, but will do so after losing experiential learning opportunities that are critical for building a network and landing that coveted post-graduation job.
During the hiring process, independent schools have long relied on campus visits to impress prospective faculty with the many benefits associated with working at their school. Find out how to continue to impress while away from campus.
While there’s much we don’t know, early economic signals and expected audience behaviors can help us anticipate who’s most in need of your adult and professional education offerings in the COVID-19 aftermath. Thinking about impacts by audience segment can identify which programs offer the greatest value, and what you might need to do to maximize that value for potential students.